PROJECT MANAGER

TRIVIA

Edmund Burke said this 200 years ago.

He who would carry out the great public schemes must be proof against the most fatiguing delays, the most mortifying disappointments, the most shocking insults and, most of all, the presumptions, judgements of the ignorant upon their designs.

EDMUND BURKE (1729-1797)

The Builder

The builder stood at the pearly gate

His head was bent and low

He simply asked the man of fate

Which way he aught to go.

What have you done St. Peter said

to seek admission here?

I was a builder while on earth

for many and many a year.

St Peter smiled and stepped aside

He gently rang the bell

Come right inside, St. Peter said,

You've had your share of hell.

PROJECT MANAGEMENT

Be the Optimist

Optimism balanced with realism makes things happen. If we don't try to beat the schedule by four months it will never happen. If we lead the team in giving it our best shot, it might. We should always stretch the perceived limits while maintaining a current and reasonable assessment of the possibilities.

Don't Bury the Owner With Problems

Never force the owner to referee between project team members. We need to work out our disagreements between ourselves, focusing on the project's requirements, not ours. Bring an analysis and recommended solution to project problems in terms to which the owner can relate. Anticipate project problems so they are resolved before they escalate.

Help Everyone be Successful

A successful project is the sum of its participants' successes. If we think the contractor may be heading for trouble, help him head it off. If the design professional is missing a point on a user concern, bring that to the designer's attention. Cooperation is the key. The more we can help each other be successful the more successful the project. The synergy that happens in this situation causes success in what would otherwise be a difficult and daunting "everyone for themselves" project.

No Excuses

We simply must hold ourselves accountable for what we do and for pointing out any limitations on our work, caused by others, while corrections can still be made. Saying we were late with an estimate because the design professional was late with the drawings just doesn't work if that's the first time the concern was raised. Call out concerns early enough so they can be remedied before they compromise the goals and objectives of the project. I have never heard an excuse that helped get the project done.

MEMOIRS OF A RENAISSANCE POPE

The Pope had received many nominations against the architect: that he had lied, that he had blundered in the construction, that he had spent more than 50,000 ducats when his estimate had been 18,000. The law of Ephesians, according to Vutruvis, would have obliged him to make up the difference.
He was a Florentine named Bernado, hateful to the Sienese from his mere nationality. In his absence, everyone abused him.

Pious, when he had inspected everything, sent for the man. When he arrived after a few days in some apprehension since he knew that many charges had been brought against him, Pious said "You did well in lying to us about the expense involved in the work. If you had told the truth, you could never have induced us to spend so much money and neither this splendid palace nor this church, the finest in all Italy, would now be standing. Your deceit has built these glorious structures which are praised by all except by a few who are consumed by envy. We thank you and think you deserve a special honour among all architects of our time", and he ordered full pay to be given him and in addition, a present of 100 ducats and a scarlet robe.